EXECUTIVE SUMMARY Proven leader with 25 years of experience in building and leading diverse teams of highly trained specialists in strategic planning and risk management in a dynamic global environment. Operates effectively in fast-paced and challenging environments, and makes effective decisions in the absence of certainty. Proven ability to build productive business relationships throughout the world, having worked in over 24 different countries throughout the emerging markets of the Middle East, Europe, Africa and Western Pacific. Strong oral and written communicator with high degree of technical proficiency. Specialties: Marine Corps, intelligence community, leadership, mentoring, microsoft office, strategic planning, intelligence

Senior Analyst

Start Date: 2010-08-01End Date: 2011-06-11

As a Senior Analyst, I conducted organized analytical assessments and evaluations to understand and/or evaluate complex issues to inform decision making, policy development, system development, management, or administration of client processes. I provided Subject Matter Expertise and technical writing support for the development of a Marine Corps Strategy for Identity Operations. I conducted business development, capture and proposal management for the Combat Development Support Divisions’ growing business segment. I completed a capture management course, developed and submitted three responses to Sources Sought Notifications and was a key member of a proposal team.

Certified Fingerprint Examiner at INTERPOL Washington – U.S. National Central Bureau, a component of the United States Department of Justice. Represent the United States Government with high ranking foreign and domestic government officials, officials from private and public organizations, and the general public as the subject matter expert in the field of fingerprints at events abroad and in the U.S. Implemented and developed INTERPOL Washington’s biometric program through policy creation, system development, and extensive cooperation and coordination of foreign and U.S. law enforcement ties. The primary point of contact for the Integrated Automated Fingerprint Identification System (IAFIS) Program, and oversees all biometric identification inquiries related to investigative and humanitarian requests from the 190 INTERPOL member countries, to include the more than 18,000 domestic law enforcement agencies in the U.S. Establish and maintain partnerships with other agencies in order to exchange information on new and improved practices in the biometric field.Current U.S. Representative and Member of the INTERPOL AFIS Expert Working Group, which meets twice a year to develop and implement standards for the interoperability between biometric programs. Current attendee and former chair member of the International Symposium on Fingerprints, which takes place every two years in France. Looks forward to growing and contributing to the future of biometrics in law enforcement.

Fingerprint Specialist

Start Date: 2009-09-01

Primary point of contact for all biometric identification inquires related to national fingerprint databases from foreign or domestic partners for investigative and humanitarian requests. Represent agency on major inter/intra-agency task forces, foreign and domestic, with authority to make decisions of policy and action on behalf of senior leadership. Responsible for analyzing, comparing, and submitting domestic and foreign fingerprints to the INTERPOL fingerprint database and the Federal Bureau of Investigation's (FBI) national fingerprint database to aid in the identification and capture of domestic and foreign fugitives, missing persons, and unidentified bodies. Research and evaluate new techniques and equipment emerging in the discipline of fingerprints, electronic imagery, testing and validation of IAFIS enhancements. Create, maintain, and implement biometric training and program policies for INTERPOL Washington employees, law enforcement detailees, contractors, and interning students. Conduct comprehensive evaluations of program goals and budget findings, trend analysis, and statistical results. Develop and present program briefings and agency presentations for executive level delegations, both domestic and abroad.

Internship

Start Date: 2007-08-01End Date: 2007-12-01

The Washington Center for Internships selectee. Processed criminal record checks, foreign and domestic. Collected case related material into working files and prepared outgoing correspondence for law enforcement agencies. Translated incoming Spanish messages to English and outgoing messages to Spanish for case related work.

CISSP/ISSAP/IAM/IEM Specialties: Vice President and Chief Information Security Officer with over 22 years of experience in information assurance development, security architecture, and mitigation management for Health Industries, Civilian, Federal, and Department of Defense Agencies. Highly focused and motivated, able to work both independently and collaboratively in a variety of corporate settings, changing conditions and dynamic environments. A dynamic leader who consistently earns the confidence of a variety of professionals, staff and colleagues through the delivery of superior professional support, leadership and personal performance. • A keen insight into the current security posture reflective of today's business environment for multiple commercial as well as federal agencies. Provides the ability to effectively manage a variety of security functions that deliver exceptional value without degrading operations. Consistently on schedule, under budget, able to prioritize and complete multiple tasks, effectively achieving and exceeding organizational goals. • Confident, highly energized, effective and persuasive Information Security Professional with strong interpersonal and communication skills and able to translate the security requirements to executive staff as well as users. Able to remain calm and work well in high-pressure situations, possessing skills that achieve maximum productivity from every situation and responsibility. Winner of the CISO/CTO of the Year Award for mid Atlantic for 2010

Program Manager Network Security

Start Date: 2001-01-01End Date: 2002-01-01

Implemented network security designs, costs, and schedule of a multi-million dollar project Performed certification and accreditation, security testing, writing, for Air Force Legacy project Developed Security System life cycle procedures Negotiated contracts with vendors for training, service, and all warranties Performed risk management, systems design, system development, software testing and systems documentation for security plan Managed large-scale information technology projects to ensure continual successful system operation and moving of time sensitive issues to resolution and completion Designed and configured ACL rulesets for new PIX firewalls Developed disaster recovery plan for all syslog security devices Presented security plans to the DoD Defense Advisory Board Revised security plan with new technology baseline

Previously, as a Systems Analyst, provided support to VCF Trilogy project in support of Dept of Justice (FBI). Provided technical writing support, developed briefings, minutes and action items utilizing Rational software in support of ERBs and CCRBs and other project meetings in classified/unclassified environments. Coordinated and developed briefings, recorded meeting minutes and managed inputs and action items as well as facilitated information sharing across teams. Maintained information flow from unclassified to classified environment. Provided data base support as needed.

Solutions Oriented SENIOR ANALYST | ENGINEER | LEADER: Cyber Security | Cyber Intelligence | Information Assurance | NetworkHeld Top Secret / SCI with Polygraph Clearance | Current Top Secret ClearanceI am an accomplished Senior Analyst and Engineer, with a strong, successful record of achievement, including providing superior cyber security, cyber intelligence, information assurance, systems, and networking support for thousands of government and commercial domestic, international, and field-based users. I earned a Master of Science in Management Information Systems and am currently completing my studies towards a Master of Science in Cyber and Information Systems Security. I have completed coursework for numerous security certifications.CYBER SECURITY • CYBER INTELLIGENCE: I defend and protect the computing environment by providing domestic, foreign, and field-based computer-network defense and malware solutions by using cutting-edge technologies, techniques, and capabilities.INFORMATION ASSURANCE • SYSTEMS ANALYSIS / ENGINEERING: I support system operations and maintenance. Support multiple programs by developing, designing, constructing, documenting, testing, operating, and maintaining complex software applications and systems.NETWORK ANALYSIS / ENGINEERING: I have supported thousands of domestic and international users in a high-visibility role by overseeing Local Area Network (LAN) operations while leveraging problem-solving skills to maintain a trouble-free computing environment.TEAMWORK / CUSTOMER SUPPORT / LEADING PEOPLE: I deliver high-quality support by leading, mentoring, guiding, and training junior-level staff. I instill pride in cyber security services and teamwork. Model and proactively promotes reliability, integrity, and accountability with a collaborative style and strong customer focus.

Senior Systems Engineer

Start Date: 2004-06-01End Date: 2010-08-01

Provided analytical and software engineering support for highly confidential government intelligence systems by providing Concept of Operations (CONOPS) analysis, system development, system architecture, system performance analysis, and user interface development. SYSTEMS ENGINEERING: Supported multiple programs for Chief Information Office, by sustaining global infrastructure services and capabilities through end user support, application availability and performance. Supported Microsoft-based server and workstation activities.NETWORK ENGINEERING: Supported several thousand domestic and international users in a high-visibility role by overseeing Local Area Network (LAN) operations while leveraging problem-solving skills to maintain a trouble-free computing environment. Ensured resource availability by providing Tier 3 support through effectively troubleshooting access, functionality and logon problems. Achieved reliability and accessibility by using network management tools.• Won Lockheed Spot Award, with rave reviews from a key national security client, for providing immediately resolving an application problem and offering guidance which led to resolving other unrelated issues.• Earned 99% customer satisfaction ratings with virtually 100% system availability by expertly supporting a key web-based intelligence application as member of the Operations and Maintenance team.• Demonstrated strong leadership by mentoring and training new employees and using strong communication skills to work with team members.• Increased system availability and reliability by consistently successfully identifying and fixing errors and bugs through using excellent analytical and problem solving skills.• Increased performance, enhanced security, and improved user satisfaction by implementing system modifications and enhancements.• Lauded for flexibility in accepting and successfully handling new challenges, knowledge of UNIX, and how to work in an Agile environment.

Loraine Boyne has 13 years of professional management experience in information systems working with federal clients. She is a certified Project Management Professional (PMP) and a Certified Scrum Master (CSM). Currently, Ms. Boyne manages CSC task order (TO) responses for the Department of Homeland Security (DHS) cyber security program: Continuous Diagnostics & Monitoring (CDM)/ Continuous Monitoring as a Service (CMaaS). As the TO Program Manager, she is responsible for the management solutions. Recently Ms. Boyne was cited by DHS Cybersecurity and Communications for technical management contributions. She managed application program control for the DHS National Protection and Programs Directorate (NPPD). Her accomplishments include delivering automated business software that returned the following results in the first three months: 60% performance improvement and a reduction in Executive Leadership review time of 53% while the workload increased by 50%. On a contract with the Department of Education (ED), she worked with state representatives on a Congressional mandate for national data collection, system development, quality assurance, training and logistics. Ms. Boyne conducted analysis for The Department of the Interior (DoI) that saved the government over $4.4 million and 16 schedule weeks on one formerly troubled project. She delivered biometric identification systems and training to over 650 border and law enforcement locations for Customs and Border Protection (CBP). She also led software design and development for an integrated application that cut data processing by 60% and reduced training time by 50% for the Department of Defense (DoD). Specialties: Program and Project Management, Client Support, Scheduling, Proposals and Resource Management

Program Manager

Start Date: 2010-06-01

DHS CDM/CMaaS, Jan 2014 to Present – As TO Program Manager, Boyne coordinates with CSC Capture and Proposal personnel to produce responses for this 5 year, $6billion blanket purchase agreement (BPA). Boyne supports the solution architect and engineers in a lab dedicated to tailoring CSC CDM commercial product for Federal Departments and Agencies (D/As). She also manages external relationships and teaming agreements with over 70 vendor partners including security product manufacturers, value added resellers (VARs) and service subcontractors. DHS Cybsersecurity & Communications, Feb 2011 to Dec 2013 - Boyne took over a troubled SharePoint program from the incumbent and established a realistic timeline, captured requirements and organized releases to meet stakeholder priorities. As the front-line client consultant, she negotiated contract modifications extending the period of performance for an additional 3 years and a total of $12m. Boyne tripled CSC team size to incorporate independent testing, training and end user support. Boyne incorporated hybrid management methodologies including Waterfall scheduling to satisfy client milestone reporting and Agile development efforts to produce weekly application builds for integration testing and stakeholder review. Boyne managed socialization efforts including requirement and design discussions with user working groups, stakeholder briefings, and user satisfaction assessments. Then she created the transition plan to implement the application throughout the National Protection and Programs Directorate (NPPD) over four months. The nationally distributed workforce increased by a factor of 10 and the number of organizations represented by unique dynamic dashboards increased from 30 to 240. Statistical analysis of the workforce over the first three months of operation returned a 60% increase in business process efficiencies and a 53% reduction in Executive Leadership review time while the workload increased by 50%

Program Manager

Start Date: 2001-01-01End Date: 2010-01-01

Department of the Interior Office of the Chief Information Officer Program Manager, Jul 2008 – Jun 2010 - Boyne was Program Manager for the Integrated Baseline Review Blanket Purchase Agreement. She wrote the corporate policy used to manage reviews and proposals for task orders. Boyne managed a team of subject matter experts in project management, finance, technical acumen, contracting and quality control. Along with the team, she evaluated government project planning and contractor proposal alignment. Her efforts on the Incident Management Analysis and Reporting System saved the government $4.4 million and 16 schedule weeks. Customs and Border Protection, Sep 2008 to Jun 2010 - Boyne was hiring manager and supervisor for the Environmental Division and Asset Management. She gathered requirements and selected professional analysts to review facilities environmental studies, financial data for vehicle procurement and develop policy and strategy for asset management. Boyne wrote staffing plans and increased the staff from 8 to 23 resources. Department of Homeland Security United States Visitor and Immigration Status Indicator Technology (US-VISIT), Aug 2003 – Jul 2006, Project Manager - Boyne wrote charters and project planning for the new program management office. She was responsible for requirements gathering and tracking, systems and data analysis and process planning. Boyne was the on-site client liaison for Mission Operations working with 11 clients. She hired staff increasing members from one to 18 in five months. Boyne provided management services coordinating Automated Biometric Identification System and Integrated Automated Fingerprint Identification System (IDENT/IAFIS) hardware and software implementation in over 650 Ports of Entry, Border Patrol Stations, and ICE Investigations and Detention & Removal sites.

Program Management / Sr. Engineer supporting U.S. Department of Defense, Office of the Under Secretary of Defense (OSD)(Acquisition, Technology, and Logistics (AT&L)/Corrosion Policy and Oversight Office (CPO) Program Manager

Timestamp: 2015-05-21

Twenty plus years of experience in program management, team management, project management, major acquisition, logistics, configuration management, data management, risk management, lesions learned, engineering support, budget and funding, test and evaluation, system development, information technology and over all life cycle cradle to grave management of major Department of Defense (DoD) Air , Ground and information related programs. Excellent communication skills at all levels of customers, partners and related their communities. Thorough understanding of the DoD's emerging marketplace, changing requirements and its customers along with the ability to think strategically and champion future opportunities.

ACQUISITION / LOGISTICS: Execution preparation, review, analysis, and authoring of program-related JCIDS documents as required by DoD Planning, Programming, Budget and Execution (PPBE) process, statutes, regulations and milestones requirements. Provide Performance-Based Acquisition to ensure and maximize competition, innovation, and interoperability, and to enable greater flexibility in capitalizing on commercial technologies to reduce costs. Develop maintain and update plans for Operations and Maintenance (O&M), and Operations and Support (O&S) costing. Ensured rapid acquisition and procurement of Government Furnished Equipment (GFE) adhere and are consistent with all applicable domestic law and treaties and international agreements (for arms control agreements DoD Directive 2060.1), customary international law, and the law of armed conflict. Provide life acquisition logistics cycle sustainment support for selected commodities that require dedicated program acquisition management front office support throughout the production, fielding, sustainment, and disposal phases of the rapid acquisition life cycle. Develop and tracked logistics metrics mean time between failure, mean time to repair for air based and ground based weapon systems. Monthly analysis and input using Logistics Metric Analysis Reporting System (LMARS) and output files from the Defense Automated Addressing System. Develop information needed to effectively manage and reduce O&S costs for most of the weapon systems to include “lifecycle O&S cost estimates and complete historical data on actual O&S costs. Spiral acquisition and program documentation support to include, but not limited to, the following: tracking Military Interdepartmental Purchase Requests (MIPRs), contract modifications, Performance Statement of Work (PSW), Statements of Work (SOWs), Request for Proposals (RFP’s), Request for Information (RFI) reviewing acquisition and program reports and responding to customer inquiries. Provide Assistance in the monitoring of DoD policies, plans, programs and procedures as they relate to the client’s mission. Monitoring and reporting of programmatic performance and operational issues with customers and other organizations that interact with the program. Identifying, researching, collecting and helping to develop position papers or narrative information to support program activities. Assist client in the planning, scheduling, coordinating and successful execution of program reviews and other programmatic events. Provide acquisition support for budgeting and financial management for DoD programs. Provide acquisition and surveillance related logistics support expertise to program/project requirements. Provide cradle-to-grave integrated planning and reviews to ensure that strategies are integral to acquisition efforts. Provide Assistance in the monitoring of DoD 5000 policies, plans, programs and procedures as they relate to the client’s mission. Logistics management and resources to readiness support for Weapon System Planning Documents (WSPD), Procurement Planning Document (PPD), life-cycle deployment acquisition and logistics for Naval Ships and Aircraft carriers. Management support and monitoring of DoD reporting, programmatic performance and operational issues with customers and other organizations that impact program performance. Identify research, collect and develop position papers or narrative information to support program acquisition activities. Planning and executing rapid acquisition program logistics for fielded and developmental systems, sparing analyses, management of provisioning efforts, providing direct logistics support as required, and implementing logistics plans. Provide logistics reliability, maintainability plan and assist in efforts such as logistics analyses and trade studies; development of Integrated Logistics Support Plans (ILSP), development of provisioning and training plans; development of technical manuals, and other tasks related to logistics support. Maintain and update plans within the DoD to develop the ongoing relationship between early investments in reliability and supportability and the returns to be expected after fielding. Provide support for various logistics elements (ILS planning, maintenance planning, supply support, test and support equipment, Packaging/Handling/Storage/Transportation (PHST), personnel and training, facilities, data, computer resources, design interface) and support analyses, studies, problem identification and resolution, program planning and implementation. Develop track and update correspondence documents, and reports for assigned logistics systems. Provide technical direction to subordinate staff, provide professional findings of technical analysis in the form of reports and presentations, and to execute complex technical tasks. Maintain technical experience with life-cycle logistics management in support of Major Defense Acquisition Program (MDAP). Providing technical leadership and expert guidance to ensure integration of logistics related design elements into DoD and other related programs. Experience implementing the maintenance concepts, maintenance planning and maintenance management programs necessary to successfully implement a life cycle management program compliant with DoD 5000 guidance. Responsibilities include planning, developing and managing ground combat vehicle maintenance deficiencies, the coordinating of maintenance and repairs to the vehicles and associated support equipment; experienced in updating of the standard operating procedures for the day-to-day maintenance operations and redness for ground combat vehicles; conduct operator / maintainer capabilities assessments; and providing safety analysis in the development of visual displays and instrumentation. Experienced in acquisition life-cycle acquisition logistics, planning, supply chain management, manpower and personnel planning and logistics sustainment resource planning and budgeting. Tracked, process, produce and distribute deliverables and monitor status; collect and analyze performance data; assess and quantify cost/schedule/management/business status and risk. Ensure that program acquisitions do not imposes undue risk on Government nor requires unusual investment and all costs are within scope of the program. Leads participated in Program Management Reviews (PMR’s) and business meetings; and prepare and coordinate inputs for acquisition logistic documentation, status reports, briefings and information inquiries. Develop and maintain life-cycle safety throughout the acquisition process with considerations to human (includes human/system interfaces), toxic/hazardous materials and substances, production/manufacturing, testing, facilities, logistical support, weapons, and munitions/explosives. BUDGET / FINANCIAL MANAGEMENT Provide budgeting and financial management support for Major Defense Acquisition Programs (MDAP). Experience with United States Marine Corps. (USMC) PR-Builder, USMC Standard Accounting, Budgeting, and Report System (SABRS), Contract Funds Status Report (CFSR), and Earned Value Management System (EVMS) and many other DoD accounting and budgeting systems. Develop and provided oversight and reviews of the Electronic Procurement Funding Request (EPFR), Funding Action Request (FAR), Phasing Plans, Spend Plans and funding procedures. Participants in program acquisition and recognize the reality of fiscal constraints whiling viewing cost as an independent variable, and ensuring that program is based on realistic projections of the dollars and manpower likely to be available in future years. In-depth understanding and experience with costing relational databases such as Operating and Support Management Information System (OSMIS) and Visibility and Management of Operating and Support Costs (VAMOSC). Analytical ability to develop and implement plans within the DoD to show the relationship between early investments in reliability and supportability and the returns to be expected after fielding. Organized and update programmatic cost information and prepare future out year cost data with respect to funding documents for procurements. Developed Business Case Analyst (BCA) and MS Project based task scheduling support for financial status actions. Build and maintain budget for operations and maintenance (O&M), and operations and support (O&S) for major weapon systems. Provide information needed to effectively manage and reduce O&S costs to include “lifecycle O&S cost estimates and complete historical data on actual O&S costs. Provided Government Contracting Officer Representative (COR) detailed weekly/monthly financial manpower status reports and projections for all contracting efforts. Developed, maintained detailed Phasing and Spend Plans for Major USMC programs. Reviewed and reconciled USMC financial data using Fund Function reports (FF), Reviewed and reconciled USMC financial data using Standard Accounting and Budgeting and Reporting System (SABRS). Develop and Reconciled USMC Military Standard Requisitioning & Issue Procedures (MILSTRIP) procurements and Military Interdepartmental Purchase Request (MIPR). Developed, maintained and reported budget funding profile for major USMC programs weekly and the Program Management Reviews (PMR). Reconciled major procurement actions such as Obligations and Expenders to ensure meeting program funding benchmarks based on type of dollars and Fiscal Year (FY). Reconciled and provided reports for major procurement and contract expenditures using Wide Area Work Flow (WAWF). Processed procurement documents using USMC Electronic Funding Acquisition Request (EFAR) and Government P-Card’s. Attend and Brief programs funding profile at PMR’s covering planned, committed, obligated and expended funding for all types of dollars, PMC, RTDE, OMMC, OCO, APN, MILCON and others as required. Ensure that program acquisitions do not imposes undue risk on Government nor requires unusual investment and all costs are within scope of the program.

EMPLOYMENT NARRATIVE Current: Program Management / Sr. Engineer supporting U.S. Department of Defense, Office of the Under Secretary of Defense (OSD)(Acquisition, Technology, and Logistics (AT&L)/Corrosion Policy and Oversight Office (CPO) • Provide support to the Corrosion Policy and Oversight Office (CPO) within the Office of the Undersecretary of Defense (OSD) (Acquisition, Technology, and Logistics). The CPO is responsible for initiating, coordinating, • Corrosion Policy/Guidance - Oversee and coordinate efforts throughout the Department of Defense (DoD) to prevent and mitigate corrosion of the military equipment and infrastructure. • DODI 5000.02 - Currently reviews, develops, prepares, coordinates drafts and recommends policy applicable to corrosion prevention in DoD acquisition programs for D,CPO consideration and approval. DAC currently makes recommendations for and coordinates draft policy memoranda for interim corrosion prevention policy. DAC TEAM currently supports the D,CPO in preparing periodic updates to DODI 5000.02. • Policy Updates - Currently assists D,CPO, working with Assistant Secretary of Defense for Research and Engineering (ASD(R&E)), Director, Defense Procurement and Acquisition Policy (DPAP), ASD for Logistics and Materiel Readiness (L&MR), DUSD Installations Environment, and the Military Departments. Identifies and reviews appropriate documents and prepares draft comments in coordination matrix format for Government approval and submission. • Defense Acquisition Guidebook (DAG) = Currently proposes guidance for D,CPO approval. Provides coordination of new and revised guidance on behalf of the D,CPO as necessary, to support compliance with corrosion policy on DoD acquisition programs. Ensures entry in made into the DAG portal or submit them to the DPAP DAG editor, as appropriate • Corrosion Prevention and Control Plan (CPCP) - Currently assists D,CPO in preparation and revision of DoDI 5000.67 “Prevention and Mitigation of Corrosion on Military Equipment and Infrastructure,” DoDD 4151.187, “Maintenance of Military Materiel,” the Corrosion Prevention and Control Planning Guidebook, Corrosion Prevention and Control Plan (CPCP) templates and other corrosion- related guidance documents • DoD Corrosion Prevention and Mitigation Strategic Plan/Guidebook/Manual - Currently engaged in the updating of the D, CPO’s Strategic Plan and is the lead for development of a DoD Corrosion Prevention and Control Guidebook and Manual • Government Accountability Office (GAO) Engagements - Provides extensive support to the AT&L organization in the preparation, conduct, review and assessment of recommendations resulting from GAO engagements • Defense Federal Acquisition Regulation Supplement (DFARS) - Currently assists D,CPO in development, preparation and coordination of a Corrosion Prevention and Control plan clause to implement DFARS 207.105, contents of written acquisition plans, implementing section 1067 of the NDAA for FY2003 (Public Law 107-314) which requires DoD to prevent and mitigate corrosion during design, acquisition and maintenance of military equipment and facilities • Long Term Strategy - Currently assists the D,CPO in the development of a long term strategy to reduce the impact of corrosion on military weapons system and infrastructure and all aspects of corrosion control including, but not limited to, policy, research and development, training, metrics development and collection • Funding Reviews - Currently assists the D,CPO in the review of programs and funding levels proposed by the Secretary of each Military Department during the annual internal DoD budget review process as those programs and funding proposals relate to programs and funding for the prevention and mitigation of corrosion. • Program Oversight and Coordination Support - Currently supports D,CPO oversight and coordination within DoD to prevent or mitigate corrosion during the design, acquisition, and maintenance of military equipment and the design, construction, and maintenance of infrastructure. • Weapons System Oversight and Coordination - Currently supports the Director of Systems Engineer by conducting detailed Program Support Review of all major defense acquisition programs. Currently reviews program-specific CPCPs, technical, and documentation to ensure that the appropriate level of corrosion control planning is in place in technical documentation and contracts commensurate with the maturity of the program • Infrastructure Oversight and Coordination - Currently reviews program-specific CPCPs, technical and program documentation to ensure that the appropriate level of corrosion control planning is in place commensurate with the maturity of an infrastructure program • Military Department Corrosion Program Review - Currently independently assess the corrosion prevention programs of each of the Military Departments based on the annual reports provided to the D,CPO and other available documentation. Topics assessed include Component-specific policy development, policy implementation, proposed and actual funding levels, technology transition, research efforts, testing, maintenance, correlation with other specialty engineering areas, and sustainment. • Corrosion Research, Development, and Technology Implementation - Currently supports the establishment of a coordinated research and development program for the prevention and mitigation of corrosion for new and existing military equipment and infrastructure that includes a plan to transition new corrosion prevention technologies into operational systems • Concept Development and Requirements Analysis - Extensive experience and knowledge of the requirements determination process across DoD major defense acquisition programs and specifically participates in program requirements reviews, Analysis of Alternative studies • Corrosion Project Plan Evaluation - Currently provides support to the panel that evaluates corrosion prevention project plans for the D,CPO. Specific support includes performing Data Envelopment Analysis (DEA), return-on-investment (ROI) calculations, and overall suitability assessment based on criteria established by D,CPO • Corrosion Project Assessment - Currently provides corrosion and policy subject matter expert(s) to perform an independent assessment of ongoing corrosion projects being funded by the D,CPO. Currently provides a risk assessment from technical, financial, and management perspectives for each project • Technology Identification and Readiness Assessments - Currently advises the D, CPO in interactions with industry, technical societies, trade associations, and government personnel, and foreign allies to identify promising corrosion control technologies and assist in technology transition and insertion. • Training /Gap Analysis - Currently works with Military Department points of contact identified by the D,CPO to perform a comprehensive assessment of the corrosion-related training needs of each of the departments. • Multimedia Training Development and Deployment - Provided critical input as Subject Matter Experts to Acquisition Workforce Training and Instruction media, courses, guidebooks and other instructional systems design products in the Systems Engineering and Product Support career fields that included the awareness of major programmatic cost drivers, such as corrosion mitigation and corrosion-driven maintenance. • Outreach and Communication Support - Currently supports D, CPO with collecting, reviewing, validating, and distributing information on proven methods and products that are relevant to the prevention of corrosion of military equipment and infrastructure to include coverage of infrastructure • Corrosion Website Hosting - Provided primary information portal to the OSD Corrosion Prevention and Control Program is www.corrdefense.org. Microsoft® Sharepoint-based website that houses both publically accessible materials and working groups with limited membership • Facilitate Corrosion Forums - Hosted two Forums per year at a meeting facility in the greater Washington D.C. metropolitan area, currently provides computer projection and teleconference capability during the meetings, currently provide a secure forum space. DAC currently pays for lease/ rental of space that is acceptable to the D,CPO • International Outreach - Currently assists the D,CPO in identifying appropriate existing international exchange agreements that may be modified to address corrosion-related data and information and shall provide the necessary draft language for the modification in conjunction with the foreign government counterparts. • Mission Support - Currently supports and provides technical and management inputs to D,CPO, DASD(SE), and OUSD(AT&L) data calls, briefings, articles, reports, and guides as required. Currently coordinates with CPO staff to develop, coordinate and execute plans of action. Currently ensures timely and accurate responses to assigned actions. Currently collects, consolidates, and provides inputs for the monthly activity reports as required.

Nov 2010 – Mar - 2012: Deputy Program Manager \ Business Development Specialist for Solutions Development Corporation (SDC) in support of Defense Information Systems Agency (DISA) Distributed Tactical Communications System (DTCS) satellite-based communications system utilizing the Iridium satellite constellation, DTCS is a Satellite-based communications system that incorporates Iridium Low Earth Orbit (LEO) satellite technology, custom software and commercial GPS Provides handheld, lightweight, “one-to-many” tactical voice and data radio capability to the disadvantaged user. • Management of current year $25,000,000.00 Firm Fixed, Cost Plus contract. • Provide PM with monthly funding, budget and costs reports to include commuted, obligates and expended funds to date. • Provide COCOM and PM with weekly OCONUS reports on deployed personnel, training and logistics metrics tasks on contract. • Provide PM with weekly report on software and hardware updates and troubleshooting. • Provide PM with weekly report on help desk tickets and metrics tracking. • Provide acquisition and contracting documentation and support such as Analysis of Alternatives (AoA), Acquisition Baseline Agreements (APBA), Performance Statement of Work (PSW), Statement of Work (SOW), Statement of Objectives (SOO), Request for Information (RFI), Request for Procurement (RFP), Business Case Analysis (BCA), Military Standard Requisitioning & Issue Procedures (MILSTRIP) procurements, Military Interdepartmental Purchase Request (MIPR), Delivery Requirements List (CDRLs, Procurement Requests (PR’s), Request for Quote (RFQ), Independent Cost Estimates (ICE), Business Case Analysis (BCA), Order of Magnitude (ROM), Procurement Inanition Document (PID), Procurement Requests (PR), Basis of Estimate (BOE), Marine Corps Electronic Funding Acquisition Request (EFAR) and many more as required. • Implementation, management, and oversight, of all program acquisition, logistics, development, production, fielding, sustainment, training and disposal across DTCS life cycle. • Track logistics metrics mean time between failure, mean time to repair for DTCS IT, hardware and software items. • Track GFE DD250 contract deliveries to destination sites domestic and overseas. • Provide all logistics reliability, maintainability for DTCS fielded items and maintain quality assurance. • Development of processes for use in the Reduction of Total Ownership Costs (R-TOC) to achieve readiness improvements for DTCS. • Develop and support DTCS installation and training for the USMC Mine Resistant Ambush Protected (MRAP). • Provide rapid acquisition of and logistics planning to ensuring system is supportable. • Provide senior level policy and guidance to ensure compliance with the DoD 5000 and the Defense Acquisition Guide. • Provide program management and personnel support for 44 CONUS personnel and 22 COCOM\OCONUS personnel within contract requirements. • Developed Concept of Employments/Concept of Operations COE/CONOPS for deployment and support of DTCS world-wide. • Management for Field Service Reparative (FSR) OCONUS and CONUS training personnel • Manage, develop and tracked logistics metrics mean time between failure, mean time to repair for air based and ground based weapon systems. Monthly analysis and input using Logistics Metric Analysis Reporting System (LMARS) and output files from the Defense Automated Addressing System. (DAAS) • Manages, develops and review of DoD Planning, Programming, Budgeting and Requirements (PPR) for emerging events. • Manages, develops rapid and spiral acquisition plans and supporting documents in support of DTCS and DISA PM. • Manage development of budget, phasing, Operations and Maintenance (O&M), and Operations and Support (O&S) plans and spend plans out laying program funding goals. • Manages, develops products, services, and technologies development concepts and analyze possible alternative ways to satisfy customer needs, system concepts and operational context, are consistent with the National Military Security Strategy, Defense Planning Guidance, Joint Concepts, and joint integrated architectures for DTCS. • Provide DTCS with Performance Based Acquisition (BPA), Performance Based Logistics (PBL) managing and implement strategies that optimize total system availability while minimizing cost and logistics footprint both CONUS and COCOM’s OCONUS. • Manages, develops Trade-off decisions involving cost, useful service, effectiveness risk mitigation and sustainment strategies that provide best value in accordance with statutory program requirements. • Manage resources for readiness, logistics support planning and analysis for fielding and sustainment of new requirements. • Manages all required logistics performance goals through a support structure based on long-term acquisition performance agreements with clear lines of authority and responsibility. • Develop, review and provide to Government weekly Product Quality Deficiency Report (PQDR) for evaluation. • Manage and update Diminishing Manufacturing Sources and Material Shortages (DMSMS) / obsolescence risk management plan to ensure parts are available when the program needs in all phases of DTCS's life cycle. • Develop documents needed to effectively manage and reduce O&S costs for DTCS to include “lifecycle O&S cost estimates and complete historical data on actual O&S costs. • Manage, provide sustained maintenance planning to adjust and balance the maintenance and other logistics requirements during the production & deployment and operations & support phases until the item is removed from service or disposed of. • Reviewed and develop Technology Development Strategy (TDS) documents as related to logistic for program office. • Manage to DoD policy/processes aspects of new capabilities are being appropriately considered in the Joint Capabilities Integration and Development System (JCIDS) documents, evaluate the Key Performance Parameters (KPP) submitted , identify other potential KPPs, ensure organization participate in the JCIDS process, assist with comments resolution, ensure that overarching joint requirements are consistent with the operations and support for the joint war-fighting capability needs, and ensure that appropriate certifications and endorsements have been granted. • Manage, review, update and validated Capabilities Development Document (CDD) documenting lessons learned and cost drivers of current IT systems, and/or constraints that impact supportability of the support system. • Provide risk management and analysis to reduce and determine the appropriate set of technologies to be integrated into DTCS. • Assessment and management of Manpower, Personnel and Training (MP&T) support requirements and constraints in quantity assurance, skills and budget. • Develop Rough Order of Magnitude (ROM) for acquisition, logistics, and engineering, training and information technologies. • Analysis of Alternatives for performance based Commercial / Government Off-The-Shelf (COTS and GOTS) items and integration. • Identification of KPP for inclusion in the CDD based on requirements that affect availability, reliability, maintainability, interoperability, manpower, and deployment. • Provided market analysis for items and develop logistic support capabilities. • Identification of logistic support needs related risk and risk mitigation for fielding and New Equipment Training (NET). • Provided acquisition/logistics support during Advanced Concept Technology Demonstrations (ACTDs), Advanced Technology Demonstrations (ATDs), and other technology oriented demonstrations. • Manage, developed metrics, criteria, and funding requirements in the Acquisition Program Baseline (APB). • Supported System Development and Demonstration (SDD) to reduce integration and manufacturing risk; ensure operational supportability along with reducing the logistics footprint. • Reviewed, updated and supported human systems integration (HIS) design for producibility ensuring affordability and protection of Critical Program Information (CPI). • Development of PBL Business Case Analysis (BCA) to determine, relative cost vs. benefits, impact and value of Performance/Cost/Schedule/Sustainment trade-off required to justify the PBL strategy. • Experience in senior level policy and guidance development and implementation especially with the DoD 5000 series and the Defense Acquisition Guide (DAG). • Manage and conduct Analysis of Alternatives to facilitate comparisons of alternative concepts and costs, Cost as an Independent Variable (CAIV) performance to identify KPP, key cost drivers, and conduct cost performance tradeoffs with the users. • Development and ongoing update of In Service Management Plan (ISMP). • Management of Low-Rate Initial Production (LRIP) to included performance based logistics agreements and funding is identified and available for testing and implementation. • Review and modification of sustainment criteria for Initial Operational Test and Evaluation (IOT&E). • Management of evaluation and verification of programs Technical Manuals (TM) for program manager. • Manage and ongoing update of Integrated Master Schedules (IMS) and identifies risks while initiating necessary changes to IMS. • Interacts with subordinates, task leaders, supervisors, subcontractors, support personnel, customers, and/or functional peer group managers. May 2008- Nov 2010 - Technology Associates International Corporation TAIC - Project Manager \ Team Lead \ Sr. Acquisition Logistic Analysis for the Marine Corps, Assault Breacher Vehicle (ABV) The ABV is a single platform that provides an in-stride breaching capability to the assault force of the MAGTF. The Assault Breacher Vehicle (ABV) is built utilizing the Abrams Main Battle Tank (M1A1) chassis and incorporates a number of subsystems to provide the ABV with the specific mission capabilities specified in the Operational Requirements Document (ORD). • Management, acquisition, logistics, budget and financial support for programs yearly budget exceeding $50Mil • Provide acquisition and contracting documentation such as Performance Statement of Work (PSW), Statement of Work (SOW), Statement of Objectives (SOO), Request for Information (RFI), Analysis of Alternatives (AoA), Acquisition Baseline Agreements (APBA), Request for Procurement (RFP), Business Case Analysis (BCA), Military Standard Requisitioning & Issue Procedures (MILSTRIP) procurements, Military Interdepartmental Purchase Request (MIPR), Delivery Requirements List (CDRLs, Procurement Requests (PR’s), Request for Quote (RFQ), Independent Cost Estimates (ICE), Business Case Analysis (BCA), Order of Magnitude (ROM), Procurement Inanition Document (PID), Procurement Requests (PR), Basis of Estimate (BOE), Marine Corps Electronic Funding Acquisition Request (EFAR) and many upon request • Management of over 40 plus different contracts /vendor providing GFE and services to the program • Monthly Program Review to include health of programs acquisition, logistics and full financial profile of comments, obligations and expenditures and bench marks achieved. • Development of DoD 5000 Planning, Programming, Budgeting and Requirements (PPBR) for program office and entire program. • Daily management of program in excess $500Mil plus funding life cycle cost • Manage technical problems, perform O&M activities, and perform strategic planning to provide technical insight assisting in planning • Management of 30 plus direct team members and supporting contractors • Manage develop O&S and O&M plans to show how the program can reduce cost and logistical foot print • Management for O&M and O&S costs in support of ABV out-year funding, USMC spend plans, phasing plans • Rapid acquisition of ABV subsystems based on necessity of logistics planning to ensure supportable fielded systems to the COCOMs • Performed reliability predictions for the ABV as a means of using reliability as a market discriminated feature of system COTS products • Manage, Development of processes for use in the R-TOC to achieve readiness improvements for the ABV • Manage, develop and tracked logistics metrics mean time between failure, mean time to repair for ABV • Weekly Financial and budget reconciliation and reporting using USMC reporting tools Standard Accounting, Budgeting, and Report System (SABRS) and Fund Function (FF) reports. • Manpower and personnel management support to the USMC ABV project officers and PM. • Breif COCOM and PM level weekly ABV planning, logistic, acquisition, procurement efforts and supporting budget, funding reports. • Provided Trade-off studies involving cost, useful service and sustainment strategies to support best value to the ABV in accordance with program office requirements • Manage and develop logistics metric analysis and reporting for GFE dead-lining ABV’s mission readiness • Supportability analysis for redness to quantify supportability design factors such as the identification and definition of data rights and design, cost and logistical constraints. • Functional Analysis and management to provide preliminary identification of maintenance of the equipment in its intended environment, potential failure modes, and identification of design deficiencies • Provide synthesis to develop alternative Support Concepts that provide the optimized support solution for system alternatives and refines the Maintenance Concept using previous results • Provide Trade-Off Analyses of considerations for total cost ownership, impacts on planned and existing weapon and/or support systems, training, and other continuing and Phase-specific requirements • Provide offsite program management support for ABV Production Acceptance Test and Evaluation (PAT&E) • Manage and report on weekly PQDR report development review, evaluation and reporting to COCOM and PM • Preparing funding and management of RFI, RFP for USMC project officers • Management of all financial and budget documents and funding actions for ABV program office • Provide, updated and provided logistics metrics (mean time between failure, mean time to repair, time on wing,) in support the ABV • Develop Basis of Estimate (BOE) for SOW’s for the ABV program • Manage and developed documentation for POM, APOM and UPL submittals in support of program acquisition/procurement requirements • Provide JCIDS to support a systems materiel solution for the War-fighter • Manages, developed and updated Information Support Plans (ISP), and Tailored Information Support Plans (TISP) • Developed and manage IMS for the ABV program • Correlate consignment instructions, acceptance reports and production progress data to identify potential GFI\GFE shortages and problem areas related to deliveries • Assess industrial base and weapon station production and COCOM buildup capacities by evaluating sources of GFM commodities and support equipment requirements based on Administrative Lead-time (ATL), Production Lead-Time (PLT) and Install Lead-Time (ILT) • Develop work around plans to ensure that late deliveries of GFM would not impact delivery schedule • Develop, support, updates milestone required documents such as: Test and Evaluation (TES), Marine Corps Single Acquisition Plan (MC-SAMP), ISMP, Configuration Management Plan (CMP), Information Assurance Strategy (IA), Risk Management Plan (RMP), Acquisition Program Baseline Agreement (APBA), Capabilities Development Document (CDD), System Security Authorization Agreement (SSAA), In Service Management Plan (IMSP), Lessons Learned (LL), Clinger Cohen Act (CCA) and many others as required • Development BCA to determine, relative cost vs. benefits, impact and value of Performance/Cost/Schedule/Sustainment trade-off required justifying PBL strategy

Dec 2007- May 2008 - L-3 Communications - Project Manager \ Sr. Acquisition \ Logistics Analysis \ Risk Manager for the Marine Corps Enterprise Information Technology Services (MCEITS) Marine Corps Enterprise Information Technology Services (MCEITS) is the Enterprise IT system being developed for the Marine Corps a core capability within the Marine Air-Ground Task Force Command and Control (MAGTF C2). • Program management, acquisition and logistical support for IT system development, fielding, sustainment and sun-set plans • Development, management and review of all required program milestone documents • Risk Manager for MCEITS Intergraded Production Teams (IPT’s) acquisition, logistics, system engineering, manpower/personnel and training, information assurance, budget, financial management and tracking • Manage and developed rapid, spiral acquisitions for MCEITS to ensure supportable IT infrastructure was in place when fielded. • Manage and provided guidance regarding 5000 DoD and service level policies and procedures related to risk identification, analysis, assessment, mitigation and status tracking for program office • Manage and support for classified and controlled unclassified research and technology information requiring additional counter intelligence and security support early in the research and development, capability needs generation, and rapid acquisition processes. • Manage and develop PBA, PBL strategies consistent with current DoD guidance aligned with the program’s use of COTS and GOTS. • Develop draft APBA, SOO, SOW and related CDRLs for new and or modified contracts and delivery orders in accordance with objectives specified by specific MCEITS departments • Perform O&M activities, perform strategic planning and provide technical insight and assist in planning • Manage, provide, update and maintain monthly PM status reports on overall health of programs acquisition, logistics, budget, and funding and sustainment requirements based on contract • Manage, developed and maintained IMS, IMP for MCEITS program at the Work Breakdown Structure (WBS) level for PM. • Management support and analysis of ECPs for PM • Provide Analysis of Alternatives (AoA) to facilitate comparisons of alternative concepts and costs. Cost as an Independent Variable (CAIV) performance identifies KPP, key cost drivers, and conduct cost-performance trade-offs with the user • Provide change management, configuration management, and data management process and policy development for the MCEITS. • Develop, support, updates milestone required documents such as: Test and Evaluation (TES), MC-SAMP, ISMP, CMP, Information Assurance Strategy (IA), RMP, APBA, CDD, SSAA), LL, CCA and many others as required • Maintain awareness of changes to FAR, DFARS, DoD 5000.2 and NAPS directives • Develop and manage documentation to support Interim Authority to Operate/Authority to Operate (IATO/ATO), Authority to Connect, (ATC) and the Defense Information Technology Security Certification and Accreditation Process (DITSCAP), Department of Defense Information Assurance Certification and Accreditation (DIACAP)Process • Manage developed and maintained Item Unique Identification (IUID) processes and documentation support plan for the MCEITS. • Manage, Developed Lifecycle cost, budget and spend plan support for MCEITS multimillion dollar program • Provide acquisition \ logistics management for Command, Control, Communications, Computer, Intelligence, Surveillance and Reconnaissance (C4ISR) documentation in support of MCEITS • Life-cycle budget management and out year funding support for MCEITS program • SOW, SOO, FRP, RFI, BCA, ICE development and support for MCEITS program • Safety and environmental support for facilities in the development of facility, footprint requirement documents • Provided acquisition and logistics support using costing relational databases such as Operating and Support Management Information System (OSMIS) and Visibility and Management of Operating and Support Costs (VAMOSC) Nov 2005-Dec 2007 - Bowhead Support Services - Sr. Program Analysis for Acquisition \ Logistics \ Team Lead \ Lead Risk Manager The V-22 Osprey is a tilt-rotor vertical/short takeoff and landing (VSTOL), multi-mission aircraft developed to fill multi-Service combat operational requirements. The MV-22 will replace the current Marine Corps assault helicopters in the medium lift category (CH-46E and CH-53D), contributing to the dominant maneuver of the Marine landing force, as well as supporting focused logistics in the days following commencement of an amphibious operation. • Provide program management, rapid acquisition and logistic support to the MV/CV-22 logistics sustainment manager and program manager PMA-275 • Performed reliability and maintainability for the CV-22 and MH-53 to discriminated feature of future product. • Management and development of Planning, Programming, Budgeting and Requirements (PPBR) • Prepare weekly MV/CV-22 sustainment IPT briefing slides, monthly program review slides and any MV/CV-22 sustainment meeting slides to show vendors progress and over health of program • Manage, development and update of PMA FY spend plans for out year funding • Manage industrial base and weapon station production and buildup capacities by evaluating sources of GFM commodities and support equipment requirements based on Administrative Lead-time (ATL), Production Lead-Time (PLT) and Install Lead-Time (ILT). • Manage, review and develop contract modifications as needed to meet emerging requirements. • Preparing APBA, RFPs, Procurement Inanition Document (PID) documentation for program manager in support of major acquisitions • Maintain Configuration Management supporting aircraft baselines for procurements, deliveries and program assets for sustainment • Manage, provide develop and review the evaluation of Technical Manuals (TM) for both CV/MV-22 • Manage, developed updates and maintained ongoing contract actions for logistical support documents for all major procurements. • Manage, developed BOE and proposal reviews support for the CV-22 program contractor support contracts • Manage and provided support personnel for NAVAIR Value Engineering Integrated Products Team (VEIPT) • Manage, develop and tracked logistics metrics mean time between failure, mean time to repair for air based and ground based weapon systems. Monthly analysis and input using Logistics Metric Analysis Reporting System (LMARS) and output files from the Defense Automated Addressing System • Facilitates PMR’s, yearly conferences, Interim Contract Support (ICS) meeting and contract RFP reviews and budget meetings • Hosted and attended weekly PM level logistics supply support invatory status meetings, reviews and conferences • Participants in program acquisition and recognize the reality of fiscal constraints whiling viewing cost as an independent variable, and ensuring that program is based on realistic projections of the dollars and manpower likely to be available in future years • Identify, manage and work with procuring centers such as the Navy, Air Force, Army and DLA for major item procurements. • Worked with FAR, DFARS and NAPS directives while maintaining effective liaison and coordination of NAVAIR requirements with USN field activities and contracting personnel • Manage and analyze material lead-time requirements such as long lead, manufacturing, installation, procurement and sustainment needs. • Correlate consignment instructions, acceptance reports and production progress data to identify potential GFE shortages and problem areas related to aircraft delivery • Develop work around plans to ensure that late deliveries of GFE would not impact aircraft delivery schedules • Developed risk management plans and risk registry for tracking and reporting of all program risks • Provide program risk management for manpower and costing issues for government client • Track delivery order statuses including incremental funding, expenditure vouchers, and administrative contract modifications • Provide program management and funding profile support for funding modifications and remaining ceiling availability on contracts • Develop draft SOW and related CDRLs for new and or modified contracts and delivery orders in accordance with objectives specified by specific departments • Provide rationale for changing and or conflicting data in the CV-22 baseline and maintain configuration control • Provided program management of MV/CV22 risk management database for the sustainment effort • Program manager for risk management providing guidance regarding policies and procedures related to risk identification, analysis, assessment, mitigation, status tracking and processing risks associated with the program

Dec 2005- Nov 2006 Coalescent Technologies \ Bowhead Support Sub Task - Systems Engineer III\ Sr. Management analysis for the Marine Corps Nuclear, Biological, and Chemical (NBC) Defense \ Strategic Logistics Asset Management (SLAM) program NBC Tracker, initiated in 2003, was designed to significantly improve force readiness and logistics by ensuring that NBC Defense equipment is properly maintained, calibrated, and that Marine Corps units are provided the appropriate type and quantity of NBCD equipment when deploying • Supported MARCORSYSCOM Program Manager (PM) for NBC Defense systems in program management, acquisition, logistics and life cycle functions of all NBC system equipment and requirements • Program engineering management and logistical support for NBCD program office in support of the NBC Tracker project • System development and support for Logistics Total Asset Visibility (TAV) and logistical tracking for USMC NBC gear • Manage and develop and updated IUID development and support plan • Manage and developed Reliability and maintainability (R&M) metrics and improvements for PM NBC • Develop plans to reduce the supply chain response time and reduction of logistics footprint for NBC Tracker CONUS and OCONUS • Development of processes for use in the R-TOC to achieve readiness improvements for PM NBC • Provide financial management for PM NBC in excess of $500,000.00 million dollars • Develop draft SOO, SOW, RFI, RPF, BCA, IEC and related documents for new and or modified contracts and delivery orders in accordance with objectives specified by specific departments • Manage develop and tracked logistics metrics mean time between failure, mean time to repair • Management of all acquisition, funding and budget execution for all IT and non-IT program items • Management of computerized automated shelf life assets, equipment storage, and warehousing utilizing Automated Identification Technology (AIT) • Management and updating of operational procedures, accounting and recovery for operational fielded requirements • Track IMS milestone requirements for program manager and all IPT members • Manage, develop, support, updates milestone required documents such as: CMP, Information Assurance Strategy, RMP, APBA, CDD, SSAA, LL, CCA and many others as required • C4ISR management support to ensure proper integration of legacy and developmental NBC Defense Systems into the Marine Corps existing C4ISR architecture • Conduct, manage and provided recommendations regarding risks related to NBC-C4I integration, software and systems architecture • Develop and manage documentation to support Interim Authority to Operate/Authority to Operate (IATO/ATO), Authority to Connect, (ATC) and the Defense Information Technology Security Certification and Accreditation Process (DITSCAP) • Reviewing program documentation and providing assessments and recommendations on technical approaches and strategies • Acquisition, logistics and cost support for deployment and sustainment of NBC systems and gear • Program test reviews, planning, execution and analysis; verification and validation and configuration management of programs baselines • Development and use of relational databases such as Operating and Support Management Information System (OSMIS) and Visibility and Management of Operating and Support Costs (VAMOSC) to develop acquisition and logistical costs

Program and Project Manager, PMP, ITILv.3, US Citizen

Timestamp: 2015-07-29

Objective:

➢ To lead/contribute-to projects or programs which positively impact the environment and/or society. To apply my project and program management and strategic business consulting skills and experience to programs which create (and/or further the use of) innovative Clean Technology (“cleantech”) solutions.

Green IT Analyst & Project Manager

Start Date: 2012-06-01End Date: 2013-06-01

Responsibilities Championed and supported Green IT efforts within the Office of the CIO (OCIO), under the Environmental Management (EM) division at the Department of Energy (DOE); DOE is a US federal government agency  As a Green IT Analyst and Project Manager, I: • Researched, analyzed, and developed tailored guidance o Researched best practices and recommended Green IT initiatives and processes to reduce carbon footprint and expenses o Compiled data from various sites to report existing processes for managing/disposing- of “end-of-life” federal electronics; submitted report in support of response to a New York Times inquiry o Developed a guidance document providing best practice points on sustainable hardware lifecycle management (procurement, maintenance/management, and reuse/recycle procedures) at EM o Worked with federal manager to propose additional Green IT goals to upper management for 2013 o Provided edits to the document “EM Composite Sustainability Plan - Electronics Stewardship” o Developed a list of Green IT items that must be completed per DOE and federal mandates/guidance o Developed a list of Green IT tasks to complete if Energy Savings Performance Contract (ESPC) falls thru o Analyzed and identified financial and energy-savings figures associated with Phase 1 of the ESPC o Analyzed and outlined differences and overlaps between the FEC and DOE Sustainability Awards • Provided project management (with emphasis on planning, coordinating execution, and reporting) o Worked with stakeholders (DOE sites and energy savings implementers) to successfully execute the first-ever IT Energy Savings Performance Contract (ESPC) at DOE’s EM sites across the country; this included planning, scheduling, and numerous communications and coordination with stakeholders to:  Gather accurate “current-state” data (i.e. utility bills, operations and maintenance processes and associated personnel utilized, as well as applications managed)  Install energy-management software & hardware to identify energy-consumption  Identify and implement conservation measures to achieve savings (i.e. utilizing innovative cloud, virtualization, thin-client, cooling, renewable energy, process/task/staff modifications, etc.) o Developed and updated schedule to track tasks and complete deliverables on time o Developed and submitted periodic GreenIT Strategic Plan updates and reports o Prepared and presented status and next steps in Monthly Contract Review meetings with CIO • Collaborated, learned, and educated o Collaborated with other federal agencies in the Federal Electronics Stewardship Working Group (FESWG) on technologies and methods to implement sustainable IT processes and solutions o Worked with EM sites to help them understand and comply with the Federal Electronic Challenge (FEC), Energy Star, EPEAT, FDCCI, and other best practice guidelines & standards o Guided stakeholders to successfully complete FEC annual reports and applications for FEC awards o Worked with new Technical Monitor to ramp her up on Green IT concepts and activities o Connected Hanford’s CIO with an R2-certified recycler in an effort to help Hanford remove and responsibly recycle their old electronics without charge • Provided program management support o Consolidated Project Managers’ reports into a weekly program report o Provided peer reviews of, and edits to, fellow project managers’ and teammates’ deliverables

Senior Project Manager

Start Date: 2001-11-01End Date: 2002-07-01

Managed multiple projects end-to-end, utilizing Digex's Engineering, IT, Marketing, & Operations organizations. ➢ Assertively organized and drove teams towards end goals; communicated with executive management and extended teams, the milestones accomplished and actions to mitigate risks/issues and control projects ➢ Created and maintained project schedules, interfaced with internal and external stakeholder organizations, negotiated changes to work statements as necessary, as well as managed and forecasted project milestones ➢ Monitored the technical development process, and advised technical personnel on the conceptualization, development, and implementation of projects, ensured that task deadlines were continuously met ➢ Prepared and presented internal status reports to senior and executive management, planned strategies for improvement of processes and continuously developed team members ➢ Led documentation walkthroughs, status, and other meetings, ensuring that all action items were addressed ➢ Drove ArchiteX 1.0 and 1.1 (1 of 2 major products of the organization) to completion successfully ➢ Developed a standard risk-reporting process as well as other business/technical processes when necessary ➢ Helped develop a project management plan defining objectives, scope, dependencies, project team member roles, quality assurance and controls, communication strategy, stakeholders, reporting structure, etc.

Lead a Project Management Office comprised of project managers who manage multiple programs and projects for the Network Management (NM) division in the Office of the CIO at the Office of Personnel Management (OPM); OPM is a US federal government agency; Key contributor and influential member of the OPM Sustainability Team  The programs and projects that I have led include(d): • Developing a Project Management Office, interviewing, hiring, training, and leading project managers to continuously exceed contractual obligations and Service Level Agreements (SLAs) • Creating & standardizing PMI-based project management process and documentation templates for PMO • Mentoring project managers on PMI best practices as applicable to NM; Preparing PMs for PMP exam • Leading and managing the IPv4 to IPv6 network backbone upgrade effort for OPM to meet OMB Mandate 05-22. OMB noted that my project plan was the most comprehensive and best submission out of all federal agencies. As a result – OPM received 5 out of 5 on its annual OMB scorecard for this effort • Managing the major re-architecture and upgrade of the DTP (Development/Test/Production) environments; the OPM CIO touted this to be “one of the top 3 achievements of the Office of the CIO in the past 5 years" • Reducing greenhouse gas (GHG) emissions by marketing and expanding the telework program - leading the rollout of the PIV Solution to remotely & securely access OPM’s network per OMB’s HSPD-12 mandate • Assist in development of (and annual updates to) OPM’s Strategic Sustainability Performance Plan (SSPP) • Spearheading effort to gather agency data semi-annually to complete OPM’s Electronic Stewardship Report and working with OPM’s Sustainability Team to complete OPM’s “Sustainability/Energy Scorecard: Leadership In Environmental, Energy & Economic Performance” and submit to OMB, the Council on Environmental Quality (CEQ), and Office of the Federal Environmental Executive (OFEE) • Reducing greenhouse gas (GHG) emissions by leading the “Electronic Stewardship and Data Centers” program – 1 of 8 major goals in OPM’s SSPP to meet or exceed goals of Executive Orders 13514 & 13423 • Reducing greenhouse gas (GHG) emissions by managing DTP programs & operations, including an energy-reduction program to convert high-energy-use physical servers to low-energy-use virtual servers: This reduced the need & cost for additional space, energy, and cooling resources at the overwhelmed data center • Developing NM’s DTP process, Procurement process, and processes to initiate and integrate new hires • Managing enterprise upgrades to MS Office 2007, MS Office 2010, IE 8, Remedy 7.0 to 7.6 migration • Managing preparation for a Moderate-level Certification and Accreditation of the DTP environments • Managing the integration of critical network support COTS systems (including Remedy 7.0, LANDesk 8.8) and high profile OPM applications (listed below) - through Dev & Test - into Production environment: o Labor Agreement Information Retrieval System (LAIRS); Documentation Management Systems o Electronic Questionnaire for Investigative Processing (eQIP) eFax (for background investigations) o Trusted Agent FISMA (FISMA compliance tool used at OPM and other federal agencies) o Serena Version Manager (version management system, and repository for source code, files, etc) o SABA (learning management system); Rhythmyx (web content management system) o VMware Virtual Center (for management of VMware Servers and Workstations) o Audit Reporting & Receivables Tracking System - major application used by the Office of Inspector General (OIG) to track & report OIG data including audits of Federal Employee Health Benefits & Group Life Insurance Programs for current/retired employees, audits of other government programs or business, amounts of money owed by audited entities, etc… ARRTS info is incorporated into the OIG Semiannual Report to Congress • Managing the development and roll-out of an Enterprise Management System utilizing HP OpenView software suite (OVOW and NNM – OpenView Operations for Windows, and Network Node Manager) • Managing NM’s audit of deliverables for the Consolidated Business Information System implementation • Managing “Get Well” project to implement robust patching processes and secure vulnerable systems • Managing a SAN relocation project (moving a SAN from PA to DC, installing and configuring in DC) • Migrating Boyers, PA, Macon, GA, and various US field sites from Microsoft Exchange 5.5 to 2003 • Managing installation of 2 mirrored SAN servers with 4 terabytes of data in DC and PA offices; cutting over DC’s existing file and print data to newly installed SAN, and ensuring successful redundancy  Manage programs/projects and provide leadership by: • Executing processes within initiation, planning, executing, monitoring & controlling, and closing phases • Developing project teams and leading them effectively throughout project life cycle • Working with stakeholders to document business needs, requirements, and project success factors • Developing & maintaining MS Project schedules; assigning tasks to teams, and promoting team building • Communicating effectively and frequently with project sponsor and other stakeholders (including PMO) to ensure everyone understands project schedule, costs, current status, any issues/risks and mitigation steps • Maintaining and updating document repository for each project; monitoring and controlling tasks and deliverables; working proactively to minimize impact of project risks to schedule, cost, and scope; obtaining acceptance sign-offs for major deliverables and scope changes; developing detailed procurement plans; conducting lessons learned process; formally closing projects by obtaining sponsor approval/sign-off • Adhering to PMI’s PMP Code of Professional Conduct in matters concerning customers, working within the PMO to promote the best interests of customers as well as improving customer satisfaction and addressing additional customer requirements by sharing issues and ideas with peer project and program managers

As a volunteer working on Compass pro-bono projects, I channel my talents and training into community service for maximum community benefit. I work on interesting, interactive, high impact and meaningful projects with smart and committed fellow volunteers. I also have provided project management training to Compass Project Leaders and Deputy Project Leaders (leaders are mostly MBAs without formal PM experience)

As a Deputy Project Leader, I assist Project Leaders in:  Overall management of the project, developing a project plan, ensuring that project objectives are achieved  Sustaining the momentum of the project; Coordinating the team-client relationship o Setting expectations with team and client and facilitating communications, decision points, etc. o Being clear with team and client about division of responsibilities and contact points  Being "strongest link" in the Compass organization, ensuring smooth delivery of valuable results to clients  Assigning work to volunteers based on strengths and preferences  Coordinating team interactions via email, as well as weekly virtual or in-person meetings

As a Client Selection Committee Member, I:  Reviewed 4 prospective client (non-profit seeking pro-bono consulting from Compass) applications  Interviewed Executive Director and Chair/President of Board of Directors of the prospective clients  Researched the prospective clients further & rated each in various categories; submitted recommendations to Compass  Met with the Compass Client Selection Committee members to evaluate ratings/recommendations of all prospective clients and assist in choosing the 20+ (number rises each year) non-profit clients that Compass will provide pro-bono consulting services to the following fiscal year

➢ Gathered information on the needs and functionality that existing and potential clients desired in future products; analyzed competitor offerings to help determine functionality of future releases ➢ Developed product software requirements documents; Coordinated a project where external contractors developed and tested an MS-Outlook customized form to be integrated into OutReach's software products ➢ Designed interface and determined functionality, at a high level, for various parts of the E-Sell interface

Project Manager/Software Tester – Testing Team Feb. 1998 – Apr. 1999

➢ Recruited, hired, trained, and directly managed 45 employees, to test CONFERease at an off-site facility ➢ Managed testers' schedules, approved timesheets, managed staff payment, and resolved personnel issues ➢ Managed the execution of software test cases by delegating work effectively and providing guidance as needed; conducted functional testing, stress testing, and performance testing ➢ Promoted to a project management role within four months of working as a software tester

Seeking a position with a well-established Team to leverage over fifteen years of demonstrated and progressive management skills, system development, and instructional experience to assist a dynamic team in exceeding operational productivity goals and objectives in the most demanding environments and austere locations.Accomplished, motivating, and globally-engaged Professional with a proven history of leveraging leadership, program management, and relationship development strengths to drive capability development, training, and needs assessment initiatives. Respected manager, capable of mentoring and empowering managerial and technical personnel in daily operations and robust project lifecycles spanning assessment, design/development, implementation, and evaluation. Refined public-speaking and communication skills, capable of forging strong partnerships with senior executives, high-ranking military officials, business managers, technicians, and vendors to understand needs, communicate project nuance, and align goals. Master of Public Administration with US Top Secret / Special Compartmented Information clearance (TS/CSI).

Advise the Afghan National Army (ANA) 500 person Three-Star Command and Control organization of eleven large Afghan Army Infantry Divisions and support organizations. Assist with the integration and synchronization into the NATO Resolute Support Joint / Coalition staff, conduct training on the military decision making process and day-today staff operations internal and external to the organization.

- Coach daily duties, execution of staff meetings, and the development of organizational policies and procedures, and the transition certification exercise. - Develop and execute real world command and control operations in support of Afghan National Security Force combat operations, Afghan National Parades and elections involving all of Afghan Security Forces, Civilian and Non-Governmental Agencies, and NATO forces utilizing newly developed policies, procedures and tactical plans.

Program Manager, Afghan National Army Tactical Radio Maintenance and Network Expansion Programs

Start Date: 2012-04-01End Date: 2013-07-01

- Served as the Program Manager for a 150 person communications contract training the Afghan National Army (ANA) to repair and maintain all tactical radios, the establishment of internet connections to the fiber optic ring, and upgrade to the National Command and Control Center. - Advised the Ministry of Defense G6 and his staff on training, maintenance, budget and spare parts program. - Established the first ANA Harris Radio maintenance training and sustainment program.

Senior Infantry Brigade and Battalion Embedded Transition Team Leader

Start Date: 2006-02-01End Date: 2007-10-01

Senior leader responsible for fifteen U.S. and coalition (British Army) personnel embedded training and advising team to the Iraqi Army. Responsible for assisting the Iraqi Commander and his staff in developing operational and training objectives and goals, developing training plans and providing hands-on instruction to unit commanders and staff on the decision making and the intelligence analysis process.

- Personally assisted the commander and his staff to develop short and long-range training plans and training support packages to facilitate the staff training that improved their overall unit readiness and independent operations status. - Assisted in the development of a strategic engagement program to interact with local community leaders and directors of local area urban governmental services to improve the quality of life of the local citizens and their families ultimately leading to the development of a local community neighbor watch and security oversight program.

J3 Joint Senior Plans and Operations Officer

Start Date: 1999-08-01End Date: 2000-10-01

Senior U.S. Army staff officer responsible for joint planning, coordinating and executing current operations in a Joint Air Force Operations Center. Forward deployed Liaison Officer for the XVIII Airborne Corps Battlefield Coordination Element responsible for provided updated Air coordination information for no-notice deployment coordination cell responsible for integrating Land Component Commander close air support and tactical targets.

- Provided input to all current plans representing the Land Forces in the area of operations by conduct site visits to all Army units in Saudi Arabia, Kuwait and Bahrain. - Presented information briefings to Flag Officers in joint conferences synchronizing and coordinating air operations - Responsible to the Air Force for the 25 person Army detachment embedded in the Air Operations center to include administrative and technical aspects of their duties.

Senior Advisor / Director of Operations to the Deputy Commanding General for Support United States Forces - Iraq

Start Date: 2010-11-01End Date: 2011-10-01

Planned, prepared, coordinated and directed the day-to-day operations of an Active Duty Two-Star Army General in his interactions with the Commanding General and his staff directorates, the U.S. Embassy (Department of State) personnel, and Iraqi key military and civilian officials. Prepared analysis and submitted summaries of internal and external reports, assessments, and recommended responses for key officials, staff leadership, and various inter-agency working groups.

- Developed a revision and implemented a new process for his operational and administrative planning requirements, briefings, and meetings improving efficiency and his decision making process. - Developed and fostered relationships; coordinated and interfaced with military and civilian Joint Director's and staffs maintaining open communication expediting commander's requirements and directives. - Developed executive summaries and presentations in support of initiatives and associated coordination with the staff in the transition of the Department of Defense mission over to the State Department through contract completion.

Senior Operations and Staff Observer / Controller

Start Date: 2000-11-01End Date: 2002-08-01

Senior military staff consultant for an 800+ personnel organization with the duties and responsibilities to train U.S. Army operational staffs by observing their performance, adjudicating battlefield actions, teaching doctrine, coaching units to improve their performance, and conducting professional written and verbal formal presentations. Primary areas of focus were organizational leadership and staff interaction "Team Work", decision making and analytical planning processes, information management, and time management.

- Collected lessons learned and trends from rotational units and provided written input to the Army's Center for Army Lessons learned and presented for discussions with all rotational units during their Leader Training Program. - Managed over twenty middle management personnel by organizing and synchronizing their pre and post rotational preparatory duties, directly supervising their activities during rotations, and providing written quarterly counseling and annual evaluations of their performance. - Selected from among over twenty peers to perform the duties as the deputy plans and operations staff director for the organization's headquarters overseeing the planning, coordination, synchronization and execution of all rotations.

CyberSecurity InfoSec Engg

Timestamp: 2015-10-28

Cyber Security, System Engg, Critical Infrastructure Information Assurance, Telecommunications Graduate, EC-Council Chief Information Security Officer (C|CISO), Sec+ and Federal IT Security Professional-Auditor (FITSP-A) Certified, a Cyber Security and Information Systems Information Analysis Center (CSIAC) SME experienced in Critical Infrastructure Protection, Information Technology, Energy, Computer, Communications, Security Authorization, Certification and Accreditation, Information Assurance, Operating System, Network Forensics, Enterprise Resource Planning, Network Applications, Database Security, Technical/Proposal Writing, Request for Information and several of the Information Assurance related fields: Defense-in-Depth, Evaluation of Firewalls, Audit, Intrusion Detection Systems, Identity Access & Management tools, Insider Threat tools, Computer, Network Forensics, Design and Security Analysis, Security Readiness Reviews, Security Test and Evaluation of SOA, Web Services and N-Tier Architectures in accordance with DIACAP/US Army guidelines for the Department of Defense and NIST Regulations for Federal agencies. A generalist who can understand complex systems with an in-depth knowledge of a broad range of convergent areas of Telecom and Computer Networking, IATF, DODAF, JTA models, concepts of Common Criteria, NIAP, physical, computer, application, communication, personnel, administrative, information, and information systems security disciplines, able to evaluate technical proposals concerning security auditing, intrusion detection, etc., and able to lead evaluation of security control arrangement teams. Able to analyze and evaluate a multitude of systems to meet specific Security Authorization/Certification & Accreditation requirements, analyze customer requirements and advise on potential solutions, exercise judgment within loosely defined parameters in a dynamic workplace environment. Able to write publication-quality deliverables (documents, proposals, presentations, and statements of work). Able to complete above tasks independently and the ability to research & learn new technologies independently. Keeps current with emerging security technologies, communicate with the ability to wear many hats, with engineers responsible for the technical elements involved in designing, developing, and operating advanced information security systems, adapt quickly to challenges in a complex computer environment and exhibits skills. Strive to be comfortable with ambiguity, maintain credibility, raise difficult issues, flexible and resilient, curious and creative and willing to work more than traditional work week hours to meet deadlines. Assist in developing white papers and coach/mentor customers on projects. Worked independently at customer sites, or as part of a team as required. Sought by management and staff at Forbes, Fortune, Big 4 companies for advice and direction on information assurance, security, client-server internetworking, messaging, in a complex Local Area and Wide Area Networking environment and an emerging Subject Matter Expert on Information Assurance and Telecommunication Security. Able to provide subject matter expertise support for client information assurance (IA) needs, including system security engineering requirements analysis, system development, integration, test and evaluation (T&E). Developed System Security and IA documentation, including IA strategies, System Security Plans (SSP), Security Authorization/ Certification and Accreditation (C&A) packages, Test plans, and Test reports. Able to research and track all higher-echelon guidance and mandates defined in DoD/DISA/Army Intelligence policies and documentation. Able to assist with developing secure systems that meet performance and accreditation requirements and work in a proactive collaborative environment and willing to work with people who go the extra mile to get things done with services rendered in highly charged political and schedule driven environments. Able to work in a frequently changing and unstructured environment and ambiguity. Able to respond quickly and easily to change, considers new approaches and comfortable with unpredictable problems. Self-starter with the ability to run audit or consulting projects independently using subject matter expertise with minimal guidance. Able to identify areas of risk, opportunities and improvement.Leadership/Training Roles ● Deputy Sector Chief – FBI Infragard ● Line Manager/Team Lead - BAE ● Mentored/Trained Disabled Navy Veteran - BAE ● Lead Information Assurance/C&A Analyst – TASC ● Lead Information Assurance/DLA - Northrop Grumman ● Lead Cross-Domain Representative – DISA/CIO/Northrop Grumman ● Guided/Mentored Information Assurance Engineers – TWM ● Lead High Altitude balloon project and broadband service project – GMU ● Managed/Allocated work for fifty technicians – KPC (Elec Power Generation Utility) ● Managed a team of four test technicians – AY (Transformer Design/Manufacturer)

Pr Sys Engg

Start Date: 2013-11-01End Date: 2015-05-01

Responsibilities Sponsor Partner’s Mission Systems/Operation and Maintenance • Member of the Sponsor Partner’s projects in obtaining Assessment and Authorization (A&A), Initial Authorization to Operate (IATO), Authorization to Operate (ATO), to include performing and analyzing the output of all required security scans with required tools and reporting of results to security staff for approval, respond to all IT security directives. • Member of the Sponsor Partner’s compliance with standards and policies (AR, AN, DCID 6/3, IC, ICD503 ) review and develop System Security Plans (SSPs), Security Offices’ customer relationship management and communication, system security recommendations, assessments, and analysis to include security patch alerts for all software and hardware. • Member of the Sponsor’s Team to conduct Vulnerability Tests using MBSA, WASSP, SECScan, WebInspect, Fortify and AppDetect on applications and draft POAM for remediation and mitigation in a Apache HTTP Stack/Centos/VMWare/Windows7 environment. • Serve as Information Systems Security Officer (ISSO) in accordance with DNI Risk Mgt and Authorization (DARMA) ICD 503 and provide Tier-2 24X7 pager support on a rotation basis

Mobility Inventory Control Accountability System Support-Dayton Oh ● Updated SSAA for USAF Mobility Inventory Control Accountability (MICAS) system in a Win2K/PowerBuilder environment and conducted CT&E Plan and Procedures in accordance with DoD/DISA guidelines/directives.

US Dept of Justice-INS/Hardware/Software engineer

Start Date: 1994-11-01End Date: 1996-03-01

Traveled to nationwide sites, conducted surveys and requirements, configuration and installation of LAN/WAN; reviewed and analyzed requirements prior to integration and interfacing of peripherals with main systems and software. Installed, configured Eicon Technology Gateways with X.25 protocols/T1, with US Sprint Services, troubleshoot CSU/DSU, coordinated and installed Cisco routers at remote sites. Member of the Rapid Response Team to troubleshoot defects and malfunctions; resolved problems and was instrumental in organizing and setting up a LAN Academy to train LAN administrators.

(TUAS) Division Lead - Tactical Unmanned Aircraft Systems

Start Date: 2010-01-01

Lead requirements developer for the RQ-7B Shadow Unmanned Aircraft System. Monitored all aspects of training, fielding, and program execution for Army UAS. Ensured all required capabilities were fully developed and integrated throughout the technology development, system development, and production life cycle phases for assigned systems. Assessed modeling, simulation, and experimentation data for integration of UAS into future Army formations. Subject matter expert (SME) on Manned/Unmanned Teaming (MUM-T) and UAS operations, integration and testing. Lead for all Office of the Secretary of Defense, Joint Service, other Centers of Excellence, and government agency liaison within the Tactical UAS Division. • Coordinated the fielding and training of the 1st RQ-7Bv2 Shadow unit in preparation for a system Follow on Test and Evaluation (FOT&E) in order to gain DoD approval to equip the US Army's Shadow UAS fleet with secure control and video links, a network-centric digital architecture, enhanced operator ergonomics and increased Soldier survivability • Facilitated expert Tactics Techniques and Procedures (TTP) development and Manned/Unmanned Teaming (MUM-T) integration of Shadow UAS into the first Full-Spectrum Combat Aviation Brigade resulting in unparalleled efficiencies in planning, operations and crew safety enabling new successes in theater missions and enhanced Aviator aptitude • Co-authored a critical study for the United States Army Aviation Center of Excellence (USAACE) identifying gains in operational efficiency and lethality resulting in the addition of organic UAS to Army Aviation Brigade organizations • Provided task and career modeling guidance for the 150U UAS Operations Technician holistic review to refine and clarify the needs of the career field by designing an updated and refocused training curriculum for future technicians • Conducted detailed analysis for the USAACE Commanding General on expeditionary Shadow configurations resulting in scalable short-term UAS packages that maintain robust capability and save logistics dollars • USAACE lead for Shadow UAS modifications development to meet specialized requirements of SOCOM units • TCM UAS lead for the Communications Tiger Team established to resolve theater communications issues between multiple manned and unmanned aircraft platforms resulting in increased aircraft communications ranges, changes to procedural maintenance checks, and updates to UAS technical manual procedures and performance charts • Refined and updated the RQ-7B Failure Definition and Scoring Criteria to account for updates to Aviation processes, air worthiness release changes, and congressional mandates aligning measures of performance with current standards